Public-Private Partnerships. Effective Date: 12/23/2019 Public-Private Partnerships including Global Development Alliances (GDAs) awards, private sector engagements and other Global Development Lab instruments, provide resource leverage (see below) from sources outside USAID. Public-Private Partnerships may result in the award of a grant or cooperative agreement. The Planner should consult closely with the Office of Innovation and Development Alliances, Global Partnerships Division (IDEA/PS), the Assistance Executive, the Office of the General Counsel or RLO when developing the program description for these types of awards. Additional guidance may be found at the GDA Web site (available on the USAID internal website only). Leveraging represents all of the non-USAID resources (excluding cost sharing) that are expected to be applied to a program. Leveraging is limited to awards that result from Public-Private Partnerships. Leveraging includes resources that third-parties bring to the program without necessarily providing them to the recipient of the USAID assistance award. These parties may include the host government, private foundations, businesses, or individuals. The recipient is not responsible for meeting the leveraging amounts/resources and leveraging is not subject to audit. Assistance awards that result from Public-Private Partnerships may include cost sharing. If the award includes cost sharing, the recipient must meet the cost-sharing amount and requirements, and the cost-sharing is subject to audit. For more information regarding leveraging, please refer to the GDA home page and USAID Global Partnerships (available on the USAID internal website only).
Public-Private Partnerships. The State CIO shall continue to utilize public-private partnerships and existing data integration and analytics contracts and licenses as appropriate to continue the implementation of the initiative. Private entities that partner with the State shall make appropriate contributions of funds or resources, including, but not limited to, knowledge transfer and education activities, software licensing, hardware and technical infrastructure resources, personnel resources, and such other appropriate resources as agreed upon by the parties.
Public-Private Partnerships. CORE3 partners value public-private partnerships in the development and operation of the CORE3 facility, and all such partnerships will be explored.
Public-Private Partnerships. The Recipient’s cabinet has approved a strategy designed to facilitate public private partnerships in the Recipient’s territory.
Public-Private Partnerships. 37.1 In the event that the Employer enters into an agreement with a corporation, person or other entity with respect to a school to be owned and operated by that corporation, person or entity, the Employer shall, provided that Employees in the bargaining unit were providing services at the school(s) replaced by the school owned and operated by such person, corporation, person or other entity:
(a) agree with such corporation, person or other entity that Employees in the bargaining unit will provide custodial and maintenance services at such school; or
(b) require that such corporation, person or other entity hire such persons as it requires for maintenance and custodial services from the Employees affected on such terms and conditions as to wages and benefits that are no less favourable than those provided in this Agreement; and
(c) any Employees affected who are not hired by the corporation, person or other entity shall be entitled to exercise their rights under this Agreement.
37.2 Notwithstanding Article 37.1, if the Regional Centre for Education is not a contractual party to an agreement between the Department of Education and Early Childhood Development and a corporation, person or entity, to provide a school facility for use by students enrolled with the Annapolis Valley Regional Centre for Education, then the management of the Regional Centre for Education will inform the Department of Education and Early Childhood Development, in writing, with a copy to the Union, of the Employer’s contractual obligations with CUPE Local 3876, and request that the Department inform said corporation, person or entity of same.
Public-Private Partnerships. Within the top sectors, government and knowledge institutions (public) work closely with companies (private) on a joint project. These public-private partnerships (PPP) often exist over the course of a longer period of time. One of the advantages of this is to try and ensure that scientific knowledge that is developed is considered and applied to tackle the societal challenges of the missions. Applied scientific research plays an important role in the development of knowledge and innovation. New products and services are created by linking the knowledge of knowledge institutions to the practice and application of companies. Without that collaboration, it takes longer to achieve the same result. If that even works. Through the top sectors, entrepreneurs can investigate innovation opportunities and make use of scientific knowledge in the Netherlands. Besides this collaboration, the long-term programming of the KIAs helps the companies to take the risks of investing in research and innovation. They have a kind of guarantee that the government is not changing policy within the next few years and this helps them to take the risk to invest in new technologies and also to educate and hire new people. One of the difficulties in tackling societal challenges, is that it is not known upfront which of the innovations will eventually lead to impact. Especially in this period of uncertainties it is important that the government gives the opportunity and space to all actors to invest in exploring several new technologies and not focus on a single technology. Next to that, there is an important role for social innovation, since not all societal challenges can be solved by technology alone. A good ecosystem is important so that all actors can perform optimally. The government has a facilitating role in developing these ecosystems.
Public-Private Partnerships. State Parties shall co-operate on policies and other related issues that will encourage and facilitate the use of PPPs to ensure development in the Region.
Public-Private Partnerships. Child Care State Plans shall describe how the state encourages partnerships among state agencies, other public agencies, Indian tribes and tribal organizations, and private entities, including faith-based and community-based organizations, to leverage existing service delivery systems and to increase the supply and quality of child care services, such as by implementing voluntary shared services alliance models.
Public-Private Partnerships. Engage in dialogue with commercial scale coastal businesses to identify opportunities for partnerships—e.g., with the tourism sector, and with the oil and gas industry in regards to supporting a community development fund and developing a localized oil spill contingency plan. Both SustainaMetrix, with its substantial staff experience in facilitating public-private partnerships, and the WorldFish Center, with its direct experience in facilitating dialogues between the fisheries with the offshore oil and gas sector, will guide the in-country — especially the Program Director and National Policy Coordinator—in this effort to build public-private partnerships between the two sectors. Conflict Resolution Dialogues. Create venues and events that allow various stakeholders to address some of the large scale conflicts occurring in Ghana’s marine zone. This includes the multiple conflicts between the artisanal, semi-industrial and industrial fisheries sub- sectors as well as between the oil and gas, and fisheries sectors.
Public-Private Partnerships. The City shall advise the Union in writing at least thirty (30) days before the City officials make a recommendation to any Committee of Council or to Council that the City of Guelph enter into any joint arrangement with any public sector or private sector entity for the provision of public services at a facility, property or service in which the City has any present or future equity. The City shall make available to the Union any technical or other information in its possession or that it may reasonably be able to obtain that may be required by the Union to evaluate the contract proposal and the work to be undertaken. Within five (5) working days of advising the Union the City shall meet with the Union to fully discuss the details of the work or service to be undertaken or the joint arrangement with any public sector or private sector entity, in order to afford the Union a sufficient opportunity to make a presentation to management, the relevant Committee or to Council in order to evaluate whether such work or service can be performed by employees of the City.
